Micromanagement has been defined and described in many ways. In the most simplistic form micromanagement may be viewed as a basic lack of trust (Ward, 2003). Another view explains micromanagement as “an affliction of small-minded, task oriented, visionless leaders (Hanft, 2004).” Others depict micromanagers as “the ones who tell you not only why things need to be done (vision) and what needs to be done (mission), but also the who, how, when and where (Weyande, 1996).” Very often specific behaviors are associated with micromanagers, to including reluctance to delegate, self-insertion into others’ projects, and discouragement of decision-making without leadership consultation. Harry Chambers, author of My Way or the Highway, identified five specific behaviors. According to Chambers (2006), micromanagers like to exercise power and authority, control others’ time, want work to be done their way, allow no one to move forward without approval, and often demand frequent status reports. These behaviors have been likened to symptoms of a disease which can be identified and explained. Some micromanagers defend their behavior based on the belief that they are merely using efficient and necessary oversight that is indispensible for tasks to be accomplished correctly and on time (Presutti, 2006). Others go as
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